Clique Africa Employability Training Workshop and Internship Placement. APPLY

The issue of graduate unemployment in Nigeria has become a national concern as the unemployed youths tend to be more anxious, depressed and unhappy with their attendant sleeplessness than those with jobs. Studies have shown that there is wide chasm between graduate turnout and graduate employment and there appears to be wide chasm between the required skill set needed in today's work environment and that which most graduate leave school with. This picture is more worrisome especially when statistic shows that in Nigeria over 8million unemployed youth are readily applying for jobs where less than 500,000 are needed and amongst the 500,000 only 50,000 has the required skills, knowledge and personal attribute needed to meet the challenging needs of employers, a growing economy and the society at large; hence the need for a consistent employability skill training which takes into account the limited skills an average job seeker or even business owners possess and needs to get a job, retain a job or expand their businesses.

Employability skills are not specific to one particular occupation or industry - they are skill set required for working in today's changing environment and into the future. Because business and industry now require a broader range of personal and skills; Clique Africa has develop eighteen different modules that would help learners meet the demands of modern day business and workplace challenges. This program is expected to train twenty-five young people from different works of live in the eighteen different skills, boost their confidence, make them employable and post learners to different organization to work as a full-time employee, Internship or as Volunteer for up to six month and get paid(Stipends) in the process.

OBJECTIVE

To enhance the academic, personal and professional development of learners to meet the changing needs of employers, economy and the society.

To provide information that would assist in building learners understanding of industries and workplace expectation.

To give learners hands on workplace experience by placing them on internship that would enable them meet the economic and social "demands "challenges of 21st century.

TARGET PARTICIPATE

• Graduate, Student, Jobseekers, Entrepreneurs and Intrapreneurs between the ages of 18-35

INFORMATION

Telephone

+234-8095575972

Email

ep@cliqueafrica.com

Website

http://www.cliqueafrica.com

 Apply Here: http://www.cliqueafrica.com/employabilityprogram.php

• From 2014-09-01 to 2014-09-05‎

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Want to Be a Real Leader? Forget "You" by Joel Peterson

Charles de Gaulle, President of France and no shrinking violet himself, liked to remind people that "the cemeteries are full of indispensable men." Forget that reminder of humility, and you're unlikely to build something that lasts longer than you do.

In his seminal book "Good to Great," Jim Collins makes the critical observation that some "rockstar" CEOs leave a company with record earnings, productivity, and reputation – but that the same organization crashes and burns soon after they leave. That's a great example of a leader who ensures his or her own fame and success, rather than the long-term security of the company.

Strong leaders can often feel that they're making the vital difference to everything – and everyone – in an organization. They believe that the firm's legacy and their legacy is one and the same. But that kind of self-importance (après moi, le deluge) is toxic to trust-building. Leaders with a me-first attitude are often too distracted playing the smartest guy in the room to realize the floodwaters have already begun to risebefore they make their exits.

That's exactly what happened at Enron. When Jeff Skilling proclaimed "I am Enron," the energy giant was at its peak. If Skilling had had the humility to pull his head out of the clouds, he might have seen the water was already ankle-high. The hubris of the Lay-Skilling-Fastow team didn't just destroy Enron; their lack of humility damaged the public's trust in business leaders generally. With a raft of scandals at WorldCom, Tyco, Global Crossing and Enron, it wasn't just these companies or their leaders who took the trust hit; we all did.

If you want to build something enduring, try the opposite approach. Internalize the notion that you're a temporary steward, guiding people, assets, and decision-making, and protecting the values and vision that make an organization what it is. Part of humility is building for a future you won't see, and ensuring that the best parts of the business not only last, but can be built upon by the next generation of leaders.

One of my favorite examples of humility comes from the 1950's farm machinery industry and Moline, Illinois. After a century of dominance by International Harvester (IH), competitor John Deere got a new president in Bill Hewitt, a Harvard Business School dropout and the great-grandson of John Deere himself. Hewitt set about turning the business into a multinational corporation. He gained a reputation as a well-liked leader and quick learner, and the trust he inspired in his employees helped Deere leapfrog past IH to lead the industry. At the end of Hewitt's nearly 3-decade tenure, people said, "He made us realize how good we were."

It's hard to imagine higher praise for a leader: one who's capable of building trust between people, and of empowering them to trust themselves.

Leaders determined to build cultures where trust is more than just a feel-good notion know that it's hard work. As Herman Miller CEO Max De Pree said, "Earning trust is not easy, nor is it cheap, nor does it happen quickly. Earning trust is hard and demanding work. Trust comes only with genuine effort, never with a lick and a promise."

It may sound like a paradox, but to be effective, high-trust leaders must see themselves as both vital and dispensable. The 10th critical element for building a high-trust enterprise is having the humility to recognize the other 9 (discussed in the prior posts):

1) Ensuring personal integrity

2) Showing interpersonal respect

3) Empowering team members

4) Holding people accountable

5) Articulating a vision for winning

6) Developing a trust-building budget

7) Making sure no one is "kept in the dark"

8) Being willing to sacrifice

9) Making conflict constructive

It's a lot to shoulder, and there is plenty of room for error at every step. Which is why addressing all of these elements requires a level of selflessness – of ego-suspension – that is critical to finding the right answers and learning from inevitable mistakes. Unless leaders have the humility to learn, to grow, and to weather the journey along with us, few will want to trust them. Without that trust, they won't succeed, and neither will we.

Building a durable, high-trust culture means focusing on the success and well-being of those around you – on the organization as a whole, but primarily on the people that give it energy and life. If you want to be a high-trust leader, you've got to be in the center – but you can't be the center.

"Everyday is an opportunity for a whole NEW beginning. What's that one thing you can do differently today to create positive change in your life and in the world? Think & ACT NOW"

Have you visited Stone Origin Network's blog today?
An online Transformation Hub for young people.

Visit: www.stoneorigin.net
TWITTER: @stoneorigin.
PHONE NUMBER: 08086134637 ‎
FACEBOOK: www.facebook.com/stoneoriginnetwork

Thank You.

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